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July 2016 HRMonthly 23
22
hrmonline.com.au
IN THE HIERARCHY OF ORGANISATIONS, IT IS RATHER
unusual for senior HR professionals to be seen as obvious
candidates for the top jobs, the CEOs.
What are the reasons for that and what has certification of the
profession got to do with it?
Quite a lot, thinks Jacqui Curtis, who is Chief Operating
Officer at the Australian Taxation Office after spending the bulk
of her career working in HR. Curtis previously worked as Group
Manager National Programs and Leadership, HR in the Human
Services depar tment of the Federal Government and, before
that, had responsibility for Learning and Development in the
Australian Public Ser vices Commission, so she’s held some pretty
senior H R roles.
She says that if you look at the career pathways of people who
have historically filled the top jobs in business, they nearly always
come from the business and COO roles and are often taken up by
CFOs or CIOs.
“What I’ve found is that you often get stereotyped as ‘just
being HR’,” she says and, while it is disappointing that HR is
perceived this way, Curtis believes the solution lies in the hands
of the profession.
“[To change that perception] you have to demonstrate that you
have a strong understanding or some experience of running a
business. Combine that with expertise and credentials in HR and
you have a winning combination and a real point of difference in
the value add you bring to the business.”
HR professionals should be partnering with business and
playing a key role in driving and enabling strategic change through
the people in the organisation, she says.
LIFE-LONG LEARNING
Curtis didn’t move into HR until her early 30s, having studied
business management and adult education. Joining the Australian
Public Services Commission in 2003 in a middle management
role, her work on strategic human capital management and
leadership development made her realise that taking a masters
degree in public administration would give her greater scope to
move into other roles in the future.
“I haven’t stopped studying, and I’m always ready to take on
new challenges and add to my skills.” The point is, says Curtis,
that it’s incumbent on HR professionals to build a portfolio of
skills, and professional certification is a confirmation that you
have the deep understanding and knowledge to support the
business to deliver on strategic outcomes.
“I joined AHRI because I think it is essential that HR is
recognised in the same way as other professional streams. I
encourage my team to do the same because I don’t think you can
underestimate how important it is to work together to continue
to position HR as a critical enabler to the business.
Without certification, Curtis’s view is that it is very difficult to
rise to the most senior management and leadership roles. Yet in
many ways, HR is ideally positioned for that top job.
“Because of our ability to look across the enterprise, H R can
see challenges and opportunities that aren’t always apparent
in a business function. That bird’s eye view enables you to
think strategically, bring teams together and have a holistic,
non-partisan view. It allows you to come up with fresh ideas and
solutions and influence debates within the organisation.”
You have to be on the front foot all the time, proactive rather
than waiting to be asked. HR should be guiding the
business and setting the agenda. That’s how your
expertise as an H R profession adds value.”
REACH FOR THE STARS
Why don’t more CHROs become CEOs? Jacqui Curtis FAHRI, at the Australian Taxation
Office, shares her thoughts on professional credibility and certification.
BY AMANDA WOODARD
“CERTIFICATION
WILL BOOST THE
CONFIDENCE OF THE
WHOLE PROFESSION
AND HR NEEDS TO
BACK ITSELF A BIT
MORE, TO HAVE THE
COURAGE TO SAY
I HAVE SOMETHING
TO ADD HERE.”
HRM23_22-23_CERT.indd 22
16/06/2016 12:54 pm